By: Jude Carter
“It’s an employer’s market.” Or so we tell ourselves. That implies that we’re in the driver’s seat because most American workers are very grateful to have a job. They also know that there’s a long line of qualified applicants out there, eager to take their spot. Nonetheless, we cannot ignore the toll that heavy workloads and increased stress have had on employee morale and loyalty in the workplace.
Kelton Research recently conducted the Cornerstone Employee Attitude Survey in which 56% of American workers said that, next to compensation and benefits; being appreciated ranked the highest in what would motivate them to stay in their position.
When asked, “If your employer had to make cutbacks, such as reduce staff, wages or benefits, what would you like as a token of their appreciation for staying with the company?”, the top 4 categories were:
· Proper training for new duties and responsibilities
· Promotions or new titles
· Verbal appreciation from their supervisor
· Specific feedback on their work
And yet, respondents reported that in the past 6 months:
· 68% had had no useful feedback from supervisors
· 82% had not established career goals with their supervisors
· 53% did not have a clear understanding of how their role fit into the company’s objectives
Well, it looks like we have some work to do. Employees are asking us to treat them as valued assets by investing in their skills, and communicating openly and often. They want to know how they are doing, where they are headed and how their job (and performance) fits into the bigger picture. They need us to show them that they truly matter, and that we cannot make it through these challenging times without them.